Challenges and Strategies for Implementing Open Plan Offices in Law Firms

This research paper discusses the challenges and strategies for implementing open plan offices in law firms. It identifies the reasons for employee resistance to the change, barriers to communication, and sources of power and influence tactics used by partners and employees. The paper suggests strategies to overcome these challenges and improve communication and employee engagement.

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Course
Professor’s Name
Institution
Location of Institution
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Introduction
Open plan relates to a term that is commonly used in architecture to denote floor plans
characterised by large spaces which are open. The outcome where such designs are used for
offices includes increased collaboration. However, some challenges should be anticipated
particularly where workers are resistant to change. The research endeavours to establish the
factors which might pave the way resistance to the changes that the law firm under scrutiny and
the barriers evident concerning communication in the firm. Strategies that should have been
applied by the law firm to avoid any of the hurdles noted can then be adequately articulated.
Question one
a. An Identification of the reasons for employees resisting the change to an open-plan office
approach.
Employees cannot engage in private conversations. The plan has paved the way for
situations in which confidential information can be overheard by others (Kerzner and Kerzner
2017). The implication is that employees cannot comfortably communicate with other
individuals with whom they might have a relationship outside work. Moreover, conversing with
the firm’s clients is also impeded owing to the new office plan.
Workers have been forced to become more self-conscious. For example, the secretaries
working in the law firm could not converse with their significant others because of the possibility
that the conversations could be overhead (Petrou, Demerouti and Schaufeli 2018). Owing to the

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concern that other workers might be unduly disturbed, employees such as Mai Ling were forced
to find locations outside the space provided for work to communicate with their loved ones.
Some of the employees believe that there was inadequate communication during the
implementation of the plan for the new office (Knoke 2018). The decision for the changes which
were implemented did not result from consensus. The views among workers were that Cathy
Wynne singlehandedly developed the transformation concepts.
Senior members of the team were opposed to the plan owing to the distractions it
portended. The outcome is that productivity is negatively impacted. In 2005 scholars such as
Georgalis et al. (2015), determined that an employee’s efficiency at work resulted from their
propensity to ensure that distractions were effectively weeded out. Moreover, Jack Wynne
regarded the “Playpen” which was Cathy’s idea as a significant distraction.
The cumbersome procedures implemented to aid the access to meeting rooms were also
part of the reason for the resistance encountered concerning the implementation of the new plan
(Burke 2017). The firm has implemented an online system which could be used to ascertain that
the rooms were booked. However, some of the workers felt that it was not as efficient as had
been expected.
Limited proximity to other amenities was also a matter of concern the law firm’s
workers. For example, Candy Wood-who is one of the employees in the law firm – noted that
the shops were quite a distance from the premises (Burnes 2015). Moreover, the eateries close to
the office offered products which were quite expensive for the enterprise.
b. An explanation of what the partners might have done better to have minimised the resistance.

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The resistance would have been countered through adequate communication (Herrmann
and Herrmann-Nehdi 2015). Cathy Wynne should have made an effort to have some face-to-face
conversation with the firm's employees to ensure that they were aware what was to be expected
with the new plans which were to be adopted for the office. However, relying on the use of
emails to inform staff members served to create some of the difficulties evident for the changes
intended (Voinea et al. 2015). Strategic communication ensures that any concerns prevalent
among workers are addressed to ensure that the transition anticipated occurs smoothly.
Change programmes should have sought to incorporate the employee’s input
(Katzenbach and Smith 2015). Through employee engagement in processes that relate to
implementation, they become partly responsible for the success which might ensue.
Implementing employee input ensures that consensus is achieved which is essential for the
desired modifications to be made. The outcome is that they are given an opportunity to become
part of the process of creating spaces that are innovative with activities which are meaningful to
them. For example, some of the décor chosen for the office should have been selected after
consultation with the firm's workers. Moreover, the activities that appeal to individuals cultures
would have been determined owing to the consultations held (Doorley and Garcia 2015).
The resources availed to employees should have been appropriate (Pearson 2016). For
example, specific locations should have been set up for employees to have some private
conversations. The system used to ensure that meeting rooms are booked should be improved to
ensure that it operates more efficiently (Cardon and Marshall 2015). The outcome is that
employees can be expected to adapt easily to the new environment set-up. Moreover, employees
should have been notified of the channels to use concerning some challenges experienced in the
utilisation of the resources availed.

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Question two
a. An analysis of the barriers to communication (‘noise’) that appear to exist in the law firm.
Cultural barriers impede communication in the firm. The impediments emanate from the
differences in societal cultures and legal practices in certain communities. The aspects tolerated
by an enterprise as part of its culture can collide with what is allowable among individuals from
different regions geographically. Challenges arise particularly where common provisions are not
developed to guide how interactions can occur. In the firm, hurdles are evident where Owen
Cheetham makes jokes aimed at Jewish, Maori as well as Asian lawyers. Moreover, Anand was
at the receiving end of some ridicule in the course of the picnic for the delicacies he had brought
to share with fellow employees. The result was that the targeted individuals perceived the jokes
to be in bad taste which failed to elicit a reaction.
Physical barriers are evident in the law firm. Top executives including Owen Cheetham
and Jack Wynne are the only individuals allowed to share a closed space. Hence, effective
communication is curtailed. Moreover, workers become resentful towards their bosses due to the
perception that they are being accorded some special treatment. The outcome is that the firm’s
senior fellows are not able to obtain some feedback which can be geared towards the
improvement of the premises. Moreover, the meetings held at O’Connell Club ensure that
exclusive information is only available to male workers who interact with the firm’s proprietors.
For example, John is informed of the possibility that he might be accorded a position as a general
manager with time after some of the changes intended in the organisation are implemented.
Status is among the barriers evident in the law firm’s communication. The outcome is
that some impediments are presented such that information cannot flow freely in an enterprise.

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Hence, select information is offered to certain individuals to ensure that the differences evident
in the status of those involved are maintained. For example, Mai Ling involved herself in
circulating some information which was intended to damage Candy’s reputation. Also, the
executives operating in the firm conversed regarding the information obtained from their
subordinates without articulating the actions which would be more suitable for the firm.
The premise suffers from the prevalence of gender barriers. Business deals at the firm are
mostly discussed and closed at O’Connell’s Club. However, the location is primarily a reserve
for the male lawyers working with the firm. Anand and his counterpart Pauline are made to feel
out of place as they are the only workers in the firm who are women. Moreover, they have never
been the recipients of invitations to the club that would ensure that they are part of the discussion
of matters affecting the firm. In addition, the meetings are subject to non-verbal restrictions
which present some difficulties when the individuals invited to make some attempts to leave.
b. A discussion of how they could be overcome.
The barriers that exist physically in the firm can be tackled where employees can make
use of available technologies to ease their interactions. For example, message apps can be used
to review various topics for which employees can obtain instant feedback. The result is that the
conversations which may be held online can be tracked by the employees involved. Innovations
such as video conferencing can be used where some issues are to be discussed in the firm.
Open Door Policies can also be implemented at the firm where status barriers are
involved. Hence, executives can anticipate some interaction with employees to ensure that
communication is kept open. Matters considered to be significant by employees can be discussed
ensuring that they are able to obtain the feedback sought instantly. Such conditions would help to

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develop some trust from the organisation's workers. The details communicated by workers can
also be relied on to ensure that additional positive changes are implemented.
Cultural differences should be appreciated by allowing the firm's workers to share some
aspects common in their respective communities. Moreover, provisions can also be made to
ensure that the cultural requirements evident among workers are accommodated. The firm's
workers should be made aware of the importance of being culturally sensitive. The outcome is
that the deals which may result and any accompanying communication will be characterised by
some respect for the background of those involved.
The hurdles presented where genders are concerned are involved can be overcome where
appropriate strategies are developed to facilitate networking. Corporate meetings or outings
should feature both sexes, and new connections must be fostered among employees. Activities
conducted should seek to ensure that all people are included. The outcome is that information
can flow seamlessly to ascertain that the desired improvements are fostered in the enterprise.
Question three
a. A discussion of the sources of power the partners and others appear to have and the impact this
may have on other employees.
The partners exercise their reward power in the enterprise. Reward power relates to an
individual’s ability to influence how incentives are allocated in the firm (Stainback, Kleiner &
Skaggs 2016). Such actions serve to motivate employees resulting in actions which are
considered to be desirable. For example, in convincing John- who is the firm's accountant- to
assume his designated responsibility in the firm, it was communicated that over time, he would
supervise the activities of the paralegal as well as administrative staff. In addition, John had been

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made to believe that the $30 000 which accrued from his masters' studies would be catered for by
the firm. While Anna Ivanova got a 4% salary increment, Mai only managed to be accorded a 25
increase from Mr Wynne.
Most of the employees such as Anand Moodley, Pauline Herata and John exercise expert
power. Such power arises from the knowledge possessed by an individual. Hence, any tasks that
require completion is considered to be their responsibility. Therefore, such workers are
considered to be indispensable (Mills 2018). The opinions provided by employees wielding
expert power are given some careful consideration. The addition of other workers to the team
resulted in the firm’s growth from 14 to 30 employees.
The power accruing to the partners makes it possible for them to determine what accrues
to other workers (Thompson 2017). Where the expectations of employees are not met with
respect to the incentives promised, the outcome is that numerous complains arise. Over time,
such circumstances pave the way for a reduction in productivity and resentment among other
workers. In addition, the firm's employees feel obligated to work for extended hours to ensure
that they are able to earn some of the incentives promised (Pettigrew 2014).
The worker's expert power ascertains that some positive outcomes are evident in the
establishment. For example, the profits that accrue to the firm have extensively increased.
Moreover, it is possible for the company to cater to other clients who were previously considered
not to be within the scope of the firm’s operations (Esping-Andersen 2017). Through the
engagement of additional employees, the firm features individuals whose backgrounds are
diverse.

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b. The influence tactics have been used by some of the partners and employees and how effective
might they have been?
The partners make use of the effective compliance of the employees to exert their
influence over them. The outcome is that the parties under target are required to perform the
actions designated to ensure that they obtain any of the rewards which might have been promised
while averting any of the punishments which may result (Holmes and Stubbe 2015). The tactics
have proven to be effective in the recruitment as well as the retention of some of the workers.
Employees such as Mai use the information in their possession to influence the response
from other workers and their perspectives. Mai makes use of political tactics to attempt to sway
the decisions that her co-workers might make about fellow employees. Albeit the fact that other
workers do not articulate their sentiments, it is imperative that some damages are bound to
accrue as a result of Mai's actions. Hence, the methods she uses may prove to be effective over
time. On the other hand, workers such as Candy opt to render their support to the proposals
made by the agent owing to internalisation processes. Hence, compliance emanates from the
belief that the actions to be undertaken are not only desirable but also correct.
Conclusion
The firm’s potential for growth is quite immense. However, communication hurdles must
be adequately addressed. Moreover, employees should be included in processes through which
various organisational decisions are made. The expectations evident among employees should be
considered to avoid their demoralisation.

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